About us

The Public-Private Sector Research Center was created in October of 2001. Its mission is to foster cooperation between the private sector and public administrations, as well as the exchange of ideas and initiatives, through dialogue, research and education. The aim is to open a way of cooperation and exchange of ideas and initiatives.

To promote high quality scientific research about the business sector and public administration

To consolidate a group of international investigative excellence in the fields related to the Center

To spread scientific studies in business media and administrations to impact public policies created in Catalonia, Spain, Europe and Latin America.

To serve as a forum bringing together professionals and researchers from companies, as well as public administrators.

To contribute to high level business training in the business sector area and public administration.

In addition to its role as a research entity, the Center also seeks to promote educational activities and forums for experts in the field, through the design of courses, seminars and conferences.

The role of government has undergone significant changes in the Western world. This transformation has impacted society in several ways. First, the line dividing the public and the private sector is less defined; at the same time, it is unclear whether the public sector should continue holding responsibility for certain functions it has traditionally held, and some experts have begun to question the State's efficiency in achieving its objectives. Furthermore, the public sector has started turning to the private sector more frequently in order to carry out its responsibilities.

Secondly, the concept of public sector has changed. Instead of a single all-encompassing unit, it is considered today a complex hybrid of entities, some supranational - the European Union - as well as within the same nation - central, regional and municipal governments - that share competencies and negotiate resources.

Finally, with the advent of non-governmental organizations (NGOs), which have taken on and efficiently managed a high number of activities once carried out by the State, the concept of public has become separated from one of its traditionally exclusive characteristics, its condition of being non-profit. Throughout this century, the functions of the State have expanded considerable, assuming different functions in respect to correcting faults in the market. This is the case with the regulation of monopolies and the financial system; the establishment of certain environmental standards, or increasing consumer protection. In some cases, under the pretext of implementing market policies, the State has has an active function in the creation of markets and the promotion of businesses.

Table 1. Functions of the State

Minimal functions

Intermediate functions

Active functions

Correct faults in the market

Provision of pure public benefits
Defense
Law and order
Macro - economic policy
Public Health

Externalities
Basic education
Environmental protection

Regulation of monopolies
Regulation of basic services
Defense of competition

However, the growth of the State - and in particular, public spending - is due largely to one of its specific functions, which may be defined as improving equality, that is, redistribution. On one hand, the component of social public spending - redistributive pensions, unemployment subsidies - has increased at a pace faster than public consumption (Table 2). On the other hand, many spending components that are not "social" in theory, have, in fact a redistributive component: this is the case with education, health care and public pension systems.

Thus, it is useless to think of the future of the State considering only its efficiency as compared to that of the private sector: redistribution, in many cases, has to be imposed in order to be effective.

Table 2. Distribution and Evolution of Public Spending

Source: World Bank, World Development Report, 2001, Table 4.12

This fact must be taken into consideration when referring to another frequently cited inefficiency: excessive bureaucracy. It is an error to think that any initiative could be led like a private enterprise, for two reasons: the first is that there is no ideal model for managing businesses; secondly, and most importantly, because there are concrete reasons why a public activity should not be carried out like a private company:

"There is a role in our society for different kinds of organizations and for the different contributions they make (…) Business can learn from government no less than government can learn from business; and both have a great deal to learn from cooperate and non-owned organizations." (Mintzberg, "Managing Government, " HBR, May-June 1996, p. 75).

The public sector must, therefore, be understood not only in terms of efficiency ratios, and account losses and profits, but also as an organization which has its own characteristics and a mission that remains separate from markets.

Public administrations are instruments for collective action, and as such, exercise influence over the private sector, and on the competitive position of companies in different sectors and countries. Consequently, administrators and business executives should contribute to the processes of redefining the role of Public Administration and governmental reform.

It's necessary therefore to open up dialogue between society and its institutions. The PPSRC was created with this goal in mind.

The Public-Private Sector Research Center is led by the following governmental bodies: an Advisory Board, comprised of Sponsoring Companies that collaborate in defining the main research lines of the Center, and a Managing Commitee, which meets monthly to supervise the execution of the strategic lines.

Advisory Board

The functions of the Advisory Board are the following:

Define and implement the Center's mission.

Approve strategic decisions.

Provide assessment regarding main lines of research.

Indicate the issues of greatest interest and importance in the realm of relationships between the public and private sectors.

To provide advice on any topic which may be of interest for the development of the center on a national and international level.

- Ajuntament de Barcelona

- Cellnex

- Departament de la Vicepresidència i d'Economia i Hisenda de la Generalitat de Catalunya

- Departament d'Empresa i Coneixement de la Generalitat de Catalunya

- Diputació de Barcelona

- Everis

- Fundació AGBAR

- Institut Català de les Empreses Culturals

- Roche

- Sanofi

Managing Committee

The functions of the Managing Committee are the following:

Identify and approve research projects.

Design and initiate teaching activities and discussion forums.

Ensure the economic viability of the center.

In general, oversee the effectiveness of the Center following the strategic directions outlined.

Support Staff

Esther García

Carlota Monner

The Public-Private Sector Research Center needs and relies on support from institutions and individuals in order to carry out its activities, meet its research objectives and lead teaching activities at a pace that meets the needs of entrepreneurs and managers.

The sponsors of the Public-Private Sector Research Center are the following:

With the aim of divulging its work in the field of research, the Public-Private Sector Research Center maintains regular contact with the media through collaboration on one-time and/or periodical media projects. In addition, many of Public-Private Sector Research Center’s activities and research are published in the press due to their interest and relevance.